Archive for category: leadership

Today, we’re diving into a topic every leader thinks they handle well: Until real pressure hits: Staying calm when everything seems to go wrong.

Whether you’re dealing with a deadline, a disgruntled client or internal chaos, your ability to stay calm is what sets you apart as a leader.

Let’s explore why it’s hard to stay calm, what happens when you don’t and how to actually get better at it.

Why It’s So Hard to Stay Calm Under Pressure

Imagine this:

You’ve just arrived at work. Coffee in hand. You open your inbox and there it is: A furious email from a key customer.

They’re threatening to cancel the contract. Apparently, one of your team members missed a crucial step in a delivery and the customer’s angry.

In that moment, what do you do?

Do you fire off a panicked email? Do you storm into the team room and demand answers? Or do you freeze?

Most leaders go into reaction mode. And that’s natural but it’s also dangerous.

When our brain feels pressure, it activates our amygdala. That is the part responsible for our fight-or-flight response. Great for survival in the jungle. Terrible for leading a team.

Why Calmness is a Leadership Superpower

Let me give you an example from one of my clients: Sarah, she is a marketing agency owner.

Her team had just launched a campaign for a new client. It was a six-figure deal. A big one for her business. But there was a bug in the newsletter software and 10,000 customers got the wrong email. Worse, the client found out on Twitter.

The office was in chaos. People shouting across desks. Blame flying everywhere.

Sarah could have easily joined the panic. But instead, she stood up, raised her voice slightly and said:

“Take a breath. One thing at a time. We’re going to fix this.”

She calmly delegated tasks: one person to respond to the client, one to investigate the software glitch, one to monitor social media. Within 30 minutes, the situation was under control.

The client wasn’t thrilled but they stayed. Why? Because they saw that Sarah didn’t lose her head.

That’s leadership.

What Happens When You Don’t Stay Calm?

Let’s look at the flip side.

I worked with a managing director. His name is Mike. He was technically brilliant but had a short fuse. Anytime something went wrong, he’d get visibly agitated. He’d micromanage, point fingers, sometimes even slam doors.

His team got used to hiding problems. And when people hide problems, small issues turn into big ones. Eventually, a good employee quit without warning.

In the exit interview, they said:

“I couldn’t handle the pressure. Not from the job – from him.”

That’s the risk. When you, as a leader, don’t manage pressure well your team feels unsafe.

The Calm Leader’s Mindset

Let me offer a different picture.

Think of someone like a pilot.

Imagine boarding a plane, and the moment turbulence hits, the captain starts yelling into the intercom:

“Oh no! We’re in real trouble now!”

Not very comforting, right?

Now think of what pilots are trained to do: stay composed, follow procedures, focus on facts.

As a leader, you’re the captain of the business. Your calmness builds trust.

Practical Tips – How to Train Your Calm

So how do you actually learn to stay calm?

Here are five practical techniques, and I’ll give you examples for each:

1. Breathe – and slow things down

Before you react, take 3 deep breaths.

One of my clients keeps a sticky note on her laptop:

“Pause. Breathe. Lead.”

It’s simple – but it works. Especially before big meetings or tough conversations.

2. Buy yourself time

If someone throws a problem at you, don’t respond immediately.

Say something like:

“That’s important. Let me think about it for a moment.”

Or:

“I need 10 minutes to check a few things before we decide.”

This isn’t avoidance. It’s smart leadership.

3. Prepare for pressure before it happens

Elite athletes don’t just train for performance. They train for pressure. You can, too.

Think of scenarios that might go wrong. Practice how you’d respond. Even just mentally.

For example: What if your biggest customer demands a discount? What if your top employee quits?

By rehearsing, you reduce emotional shock when it actually happens.

4. Get support – Don’t isolate

A business owner I coach has a rule: Whenever he feels overwhelmed, he talks to his co-founderr, even if it’s just to vent.

Staying calm doesn’t mean being a stoic robot. It means knowing how to channel your emotions productively.

5. Reframe setbacks

Start viewing problems not as threats but as puzzles.

One of my clients says whenever something goes wrong, he repeats this to himself:

“This is interesting. What can I learn here?”

It sounds cheesy, but this mindset shift changes how you feel about challenges.

Calm is Contagious

Here’s the thing:

If you’re calm, your team stays calm. If you panic, they panic.

You are the emotional thermostat.

A calm leader is not someone who never feels stress. It’s someone who doesn’t let stress drive their behavior.

Calm Leaders Create Strong Cultures

Calmness doesn’t just help in moments of crisis. It defines your company culture over time.

If your team knows that they won’t be blamed or punished for every mistake, they’ll be more honest. They’ll bring up problems earlier. And that saves time, money, and people.

Today, we’re going to flip the leadership conversation on its head.

Because when people ask me:

“Bernd, what makes someone a great leader?”

I don’t start by talking about charisma or vision or some magic leadership formula.

Instead, I ask them a different question:

“What makes someone a good employee?”

Let’s start there.

What is a good employee?

Now think about it for a second.

If you had to describe your best employee: What would you say?

Most people answer something like this:

• “They take responsibility.”
• “They show up prepared.”
• “They communicate clearly.”
• “They don’t make excuses – they solve problems.”
• “They go the extra mile when it’s needed.”

Sound familiar?

We all love employees like that.

But here’s the twist:

Everything you just said – that’s also what your employees want from you.

Great Leader

They want a leader who takes responsibility.

Who communicates clearly.

Who doesn’t make excuses and who follows through.

If you’ve ever said

“I wish my people were more proactive.”

Here’s a tough truth:

Maybe they’re just reacting to your level of clarity, structure, or consistency.

Let me tell you about a client of mine. Let’s call her Rebecca.

Rebecca managed a team of ten in a logistics company. She was sharp, experienced, and had high standards. But she kept complaining that her team wouldn’t make decisions on their own.

“They always come to me with the small stuff.”

She said.

So we reviewed her communication style. And we discovered that whenever someone did make a decision, she often corrected them.

Not harshly, but enough to signal:

“Next time, check with me first.”

Without realizing it, she had trained her team not to take initiative.

So if you want your employees to take ownership – ask yourself:

“Do I give them the space and the trust to do it?”

It starts with you.

Lead by example – or don’t lead at all

Here’s the thing: You are always setting an example. Whether you want to or not.

Your employees watch how you handle stress.

They notice how you speak about other departments.

They see when you show up – and when you don’t.

They notice if you keep your promises – or only when it’s convenient.

That’s why good leadership always starts with self-awareness.

If you’re frustrated that people on your team are unprepared, disorganized, or passive: Take a step back and ask:

“Where might I be modeling that behavior?”

Because people copy what they see, not what you say.

One of my favorite quotes is this:

“Your team is your mirror. If you don’t like what you see start by looking at yourself.

Latest after 2 years you have exactly the employees you deserve.”

Set clear expectations and hold people accountable

A good employee follows through. They know what’s expected – and they deliver.

So what’s the leadership parallel?

Simple.

A good leader makes expectations clear and follows up consistently.

Too often, leaders fall into one of two traps:

1. They expect their team to “just get it” without clear instructions.
2. Or they’re afraid of confrontation. So they tolerate low standards.

Both approaches damage trust and performance.

Imagine this: You ask your team to be on time for meetings.

But then you show up five minutes late – every time.

Or worse, someone is always late, and you say nothing.

What message does that send?

What you allow is what you encourage.

So: Be clear. Be consistent. Be fair.

That’s how trust is built.

And when there’s a problem, address it early. You don’t need to be harsh. You need to be honest.

That’s leadership.

Support your team – don’t overshadow them

Let’s go back to our original question again. A good employee is someone who helps the team succeed – not just themselves.

That’s also true for good leaders.

The job of a leader is to make others successful.

You’re not the hero. You’re the coach.

You don’t need to know everything. You need to create an environment where others bring their best.

Give them clarity. Give them feedback. Give them space.

Think of it this way:

You win when your people win.

Integrity over image

Employees want to work for someone they can trust.

That means: You say what you mean and you do what you say.

It also means that you stand for something. That you don’t throw your team under the bus when things go wrong. That you give credit and take responsibility.

Here’s a story I’ll never forget:

A CEO I once worked with – let’s call him David – made a public mistake in front of his entire leadership team.

And the next morning, he called a meeting. Not to explain it away. Not to point fingers.

He simply said:

“I got that one wrong. That’s on me. Here’s what I learned. Here’s what I’ll do differently.”

The respect in that room tripled.

That’s integrity. And that’s leadership.

Conclusion

Let’s wrap this up.

If you want to become a great leader, don’t overthink it. Just ask yourself:

“What would I expect from a great employee?”

Then, live that. Model it. Be the example.

You’ll be amazed how quickly your team steps up.

Today’s podcast conversation is a special one. It’s not just about leadership. It’s about curiosity, courage, and connection.

I’m joined by Dr. Burkhard Bensmann, a dear colleague and longtime companion on the journey of leadership development.

Burkhard is an author and executive coach. For decades, he’s helped leaders reflect more deeply, act more purposefully, and lead more consciously, always with a sharp mind and an open heart.

In our talk, we share stories from our recent travels from the entrepreneurial spirit of India to the emerging innovation hubs of Colombia.

We explore what it means to be a leader today, why cooperative leadership matters more than ever, and how small rituals like kickboxing, playing piano, or even building with LEGO can help us stay grounded in a noisy world.

This isn’t just a discussion about business. It’s an honest and personal exchange between two leadership coaches who care deeply about the people they serve.

We talk about challenges, doubts, insights and the simple habits that keep us inspired.

If you’re a business owner, a leader, or simply someone who wants to lead with more clarity and meaning, this episode is for you.

Let’s dive in.

10 Key Takeaways from the Conversation

1. Leadership is shifting from system-centered to people-centered.
   Especially in SMEs, cooperative leadership and self-responsibility are essential for long-term success.

2. Self-leadership is the foundation.
   Both coaches emphasized the importance of knowing your own values, rhythms, and limitations before effectively leading others.

3. International perspective brings clarity.
   Experiences from India and Colombia revealed a hunger for growth and innovation that’s often missing in Europe prompting reflection and humility.

4. Leadership rituals matter.
   Daily routines like journaling, meditation, kickboxing, and even LEGO-building help maintain mental clarity and emotional resilience.

5. Social media has changed, less dialogue, more noise.
   LinkedIn is shifting toward polarized debates. Both speakers advocate for more real-life interaction and direct conversation.

6. People-centered doesn’t mean soft.
   Leadership still requires clarity, boundaries, and consequences when goals aren’t met being kind and being clear go hand in hand.

7. Deep work beats constant urgency.
   Start your day with something important but not urgen: this is often where real leadership and strategy work happens.

8. Coaching is context-sensitive.
   Business owners and corporate executives need different approaches. Ownership brings unique emotional and strategic challenges.

9. Tiny habits make a big difference.
   Small daily wins (like 10 minutes of piano practice) can reframe your day and build confidence, clarity, and momentum.

10. Stay curious and connected.
    Leadership is not just about managing teams. It’s about staying open, learning from others, and finding meaning in your own journey.

Get in Touch with Burkhard

Burkhards Podcast:
https://bensmann-consulting.com/podcasts/

Burkhards Website:
https://bensmann-consulting.com/

Today’s post is all about onboarding new managers and why it so often goes wrong.

Let me ask you this: Would you just install and hope for the best if you were putting €100,000 into a new machine for your company?

Of course not.

You would review every detail.

You would make sure it integrates into your processes. You would train your personnel. You would work out exactly how to achieve the best return on your investment.

And yet… many companies bring in a new manager: A person responsible for leading a team, making big decisions, and shaping the company culture and they barely prepare them at all.

That’s a problem. And that’s what we’ll unpack today.

Why does onboarding managers matters?

Hiring a manager is a big investment. When it goes wrong, it doesn’t just waste time and money it affects the whole team. Productivity declines. Good people leave. And, often, high performers leave first, because they won’t work for bad leaders.

Worse, one out of three new managers crashes and burns within the first year. Either they lose their jobs, or they just get stuck and never really come into the job.

Now how can we avoid that

We need a real onboarding process for managers. Let’s take a look at what typically goes wrong and how you can fix it.

Problem 1: Expectations are unclear

Most new managers don’t really know what’s expected of them. Sure, they have a job title. But what KPIs are they responsible for? What leadership style is expected? How much freedom do they actually have?

If you’re the business owner or their supervisor, take time – ideally on day one – to have a deep conversation.

Share your business vision, how you work, and where the company stands currently. Talk about expectations. What are your top priorities? How do you prefer to be updated? What style of communication works best?

And don’t stop there. Meet regularly – at least weekly at the beginning. Trust is built over time. One-on-ones are where real onboarding happens.

Problem 2: The team doesn’t trust the new manager

Especially if the new leader is an outsider to the firm, employees can be skeptics. They might fear gratuitous change or that this person doesn’t understand the culture.

Here’s what works: The new boss must sit down with each member of the team individually. And more than talk – listen. Ask questions like:

What’s your job?

What are you proud of?

Where do you think there’s room for change?

What do you need from your manager?

When they are being listened to, employees start to trust.

Problem 3: No onboarding resources

The majority of managers must figure everything out for themselves—tools, processes, who’s who – because there is no official onboarding. Sometimes there is not even a good handover from the previous manager.

You can fix this by assigning a mentor – someone at the company who knows the ropes and can give answers and background. That assistance makes a huge difference in that first 3 to 6 months.

Problem 4: Unrealistic expectations from the top

The majority of business owners expect the new manager to hit the ground running. But leadership doesn’t function that way. They need to learn the team, build trust, and grow into their new role – especially if it’s their first leadership position.

Give them space to learn.

And here’s one tip you can pass along to them: recommend that they keep a leadership diary during the first 90 days. It’s a great way to reflect on what’s working and what needs to shift.

Problem 5: No leadership training

In many small businesses, leadership is treated like common sense

“You either have it or you don’t.”

That’s a dangerous myth.

Just because one was a great specialist that doesn’t mean he or she know how to manage.

If you never learned how to delegate, give feedback, or develop your people – you will hurt. That’s why leadership needs to be taught. It’s no longer a luxury. Not in today’s job market.

The solution: Give your new managers a proper kickstart.

Leadership Crash Course

Our Leadership Crash Course gives your new managers everything they need to lead with confidence, clarity, and impact – right from day one.

In just a few weeks, they will learn:

• How to delegate effectively
• How to hold one-on-one meetings that truly engage your team
• How to give feedback that motivates, not frustrates
• And how to build trust and accountability without micromanaging

This isn’t theory. It’s practical, proven leadership for real-world results – designed especially for new managers in small and medium-sized businesses.

🔗 Get early access and our best price here!

Don’t wait to help your managers to become the leader your team deserves.

Final Thought:

Let’s stop making leadership an afterthought. You wouldn’t put six figures into a machine without a strategy. Why take a chance on your leaders?

As Jack Welch once said:

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”

Today, we’re talking about a game-changing moment in any leader’s career: your first 100 days in a leadership role.

Whether you’re stepping into leadership for the first time or transitioning to a new team, those early days are crucial.

In this episode, I’ll walk you through practical strategies and share real-life stories to help you hit the ground running and set yourself—and your team—up for long-term success.

Why the First 100 Days Matter

Let me tell you a story. A friend of mine, Laura, was recently promoted to a team leader position. She was thrilled but also anxious. On her first day, she dove straight into fixing problems and setting up new processes.

Within a month, her team was frustrated. They felt unheard, and Laura was overwhelmed. She told me in private, “I thought jumping in and solving everything would prove I was capable, but now it feels like I’ve lost the team’s trust.”

Laura’s mistake? She skipped the most critical part of the first 100 days: building relationships and understanding the landscape. These first few months aren’t about fixing everything—they’re about learning, connecting, and setting a foundation for success.

1. Start with Clarity: Understand Expectations

One of the first things you need to do as a new leader is clarify expectations—not just your own, but those of your boss, your team, and the organization.

Example: Aligning with Your Boss

I remember coaching a manager, Tom, who started a new role at a fast-growing startup. He assumed his top priority was optimizing processes. But during his first one-on-one with the CEO, he discovered that the company’s real focus was on rapid hiring. Had Tom not clarified this early, he might have spent weeks on the wrong priorities.

When you meet with your boss, ask questions like:

• What does success look like in my role?
• What are the top three priorities for the team this quarter?
• What challenges should I be aware of?

This conversation ensures you’re aligned from day one.

2. Build Relationships with Your Team

Leadership is fundamentally about people. In your first 100 days, your most important job is to build trust with your team.

The Power of Listening

I once worked with a new manager, Sarah, who inherited a team struggling with morale. Instead of jumping into action, she spent her first two weeks conducting one-on-one meetings. She asked questions like:

• “What do you enjoy about your work?”
• “What frustrates you the most?”
• “What do you think this team could achieve if everything clicked?”

By simply listening, Sarah uncovered hidden issues and ideas. Her team felt heard, and she earned their trust—without making a single change.

3. Communicate Your Vision

Imagine this: You’re on a ship, and the captain says, “We’re heading somewhere great—but I’m not sure where or how long it will take.” Would you feel confident? Probably not.

As a leader, your team looks to you for direction. While you don’t need a fully fleshed-out plan in your first week, sharing an initial vision can inspire confidence.

Example: Sharing Your Why

When I started leading my first team, I told them:
“My goal is to create an environment where everyone feels empowered to grow and where we achieve results together.”

This wasn’t about specific tactics—it was about setting the tone for the kind of leader I wanted to be and the kind of culture I hoped to build.

4. Establish Credibility Through Action

Your team will evaluate you based on your actions, not just your words. Credibility is earned by showing up consistently and following through on commitments.

Example: Delivering on Small Promises

A colleague, Marcus, once shared how he built trust with his team by acting on small issues first. During his first month, team members raised concerns about outdated tools. Marcus secured funding for upgrades within weeks.

“Fixing the tools wasn’t groundbreaking,” he told me, “but it showed my team I was listening and willing to act.”

Small wins like these can build momentum and establish you as a leader who delivers.

5. Balance Quick Wins with Long-Term Goals

Quick wins are important, but don’t let them distract you from the big picture.

A Cautionary Tale

I recall working with a leader, Jake, who focused exclusively on short-term fixes in his first 100 days. While he earned initial praise, his team felt directionless because he neglected to set long-term goals.

The takeaway? Use your first 100 days to address immediate needs and lay the groundwork for sustained success.

Common Pitfalls to Avoid

Let’s talk about what not to do in your first 100 days:

1. Trying to Be Everyone’s Friend: Your job is to lead, not to win a popularity contest. Focus on respect, not likability.
2. Overcommitting: Don’t try to solve every problem at once. Prioritize and pace yourself.
3. Ignoring Culture: Remember, it’s not just what you do—it’s how you do it. Align your actions with the team’s values and culture.

A Special Resource for First-Time Leaders

If you’re navigating your first leadership role—or preparing for one—I have exciting news! In April, I’m launching the Leadership Crash Course, designed to help new leaders succeed in just 30 days.

The course includes:

• Proven strategies for building trust and influence.
• Tools to set clear priorities and navigate tough conversations.
• Real-world insights from my own leadership journey.

Sign up today at berndgeropp.com/VIP to join the waitlist and secure access at an exclusive introductory price. This is your chance to accelerate your growth and lead with confidence.

Closing Thoughts

The first 100 days as a leader set the stage for everything that follows. By focusing on clarity, relationships, and balanced progress, you can make a lasting impact.

Thank you for tuning in to Leadership Made Easy! If this episode resonated with you, please share it with a colleague or leave a review.
Don’t forget to sign up for the Leadership Crash Course at berndgeropp.com/VIP .

Until next time, lead with purpose and inspire your team to greatness.